OTT

Streaming Wars:
Raise or Fold
How Data is Reshuffling the
Cards of the M&E Industry
Content
01 02 03
OTT Streaming Media Players Efficient Data Use
Shakes-up the Need Data Increases
M&E Industry Integration for Competitivity
Survival

OTT is fast becoming the main The core business of media and In fact, 67% of all interviewees
form of content consumption entertainment companies is declared data to be business
now challenged critical for survival
Multiplication of services
drives fragmentation Content is King, but DATA Data as key lever for OTT business
emerges as key sucess factor
Streaming Wars’ players race
for subscribers

Advertising-based model
accelerates the industry's entry
into a new era

Consolidation and new

opportunities for aggregators

2 OTT Streaming Wars

04 05 06
Two Out of Three Best Practices of Conclusion:
Players Reach Leaders Help Raise the
Only Basic Levels Overcome Maturity Stakes or Fold
of Data Maturity Challenges

Fully leveraging the power of data Decide to set data at the core The direction is set towards
requires work on multiple streams of the strategy across the full a Data-powered Media &
at the same time CxO suite Entertainment Industry

Despite data being business Build an environment of trust and Acceleration is required to
critical, two out of three media integrate it in the brand promise stay relevant and attractive for
and entertainment companies subscribers, content providers
reach only a basic level of Address users not audiences or advertisers
data-maturity.
Work on culture and skill sets to Becoming Data-powered
European and traditional close the gap between business ultimately reinforces the local and
players lag and data societal mission and role of media
companies
The main challenges to accelerate Build data-in-motion
data usage are the lack of vision cloud-based architecture
and culture followed by privacy
and skills Become algorithms-centered

Balance and control algorithms by

humans and foster creativity

Align data governance to enable

democratization and agility

3
 Intro
duction

4 OTT Streaming Wars

Netflix, Disney+ and other streaming such as content sourcing, customer
services, for the most part, are acquisition, customer loyalty and
growing quickly and globally, and lifetime value, cost optimization.
making news headlines daily based
We organized one-hour interviews
on the success – or failures – of
with close to 50 senior media
their efforts. As a result, media
industry executives and experts in
and entertainment companies of all
various companies. The interviews
shapes and sizes, regional and local,
were run between July and
are looking for ways to establish
September 2020 and geographically
their own OTT (over-the-top)
span the globe from APAC to the
streaming services and searching for
Americas. Our discussions included
answers about how to survive and
broadcasters, telcos, right holders,
thrive in a fiercely aggressive market.
pure players and key vendors.
At Capgemini, we decided to take a
What follows is an examination
closer look at this (r)evolution as the
of our study, including some best
market becomes more crowded and
practice tips, what it will take to
more competitive.
be relevant in the market, and how
Our study aims at better to play a winning hand in a very
understanding how data unleashes strategic new game.
differentiation and competitive
edge across strategic dimensions

5
01OTT Streaming Shakes-up
the M&E Industry

OTT Streaming Becomes A Global Phenomenon

the Main Form of In 2017, SVOD services lagged behind Pay TV globally, but
they are now poised to overtake Pay TV in more than 30

Content Consumption countries by the end of 20201. In the UK in 2018, Netflix

surpassed the prestigious Sky satellite TV in number of
subscribers, pushing Sky to develop its own OTT service,
Online streaming has ushered in a rapid which is now Sky’s major growth driver 2
progression these last 10 years, driven by the The rise of streaming is not limited to English-speaking
Netflix disruption and its explosive growth countries. While the United States is still far ahead, the
evolution of OTT is beginning to accelerate elsewhere. India
since 2010, and is increasingly becoming is experiencing a full-on expansion. Likewise, in China and
the main choice of video consumption for Germany, OTT is starting to cannibalize Pay TV (see figure 1)
consumers As a result of EMEA and APAC growth, Netflix now has more
subscribers outside of the U.S. than inside.3

Figure No: 1 PayTV vs Svod subscriptions (in actuals) by country & growth percentage 20194

347
(+2%)

199 198
(+24%) (+98%)
161
(+2%) 140
(+19%)
88
(-3%)

22.4
14.3 (+93%) 25
(0%) 13.4
(-5%) (+97%)

US UK Germany China India

Play TV SVOD % = growth percentage 2019

6 OTT Streaming Wars

A Mainstream Sensation adding gaming, live and on-demand sports and podcasts. And
even offering stage-theatre, like the successful streaming of
OTT consumption is no longer a platform for the younger “Hamilton” on Disney+ in early 2020, when plays and musicals
generation only. Where those under 35 years-old used to were shut-down due to COVID-19.
be the main users of OTT, the service now leads in share
of video consumption for those up to 50 years old and is COVID-19 and OTT
nearly as popular as Pay TV for those over 50 in the U.S.
and parts of Europe (see figure 2). The COVID-19 crisis has boosted consumer reliance on
OTT, particularly during the first wave of the virus and
Growing Market Welcomes the initial world lockdown. Netflix more than doubled its
global subscriber base in Q1 of 2020. Comcast reported that
More Diverse Content streaming hours went up by 40% during lockdown versus only
+8% for linear TV 6.
As OTT becomes more mainstream globally, media
companies are developing and acquiring new forms
of content that provide audiences with more choices,

Figure No: 2 Media consumption habit by age (in share per channel) – US & Europe 20195

26-35 36-49 50-64

Satellite/Pay TV OTT platforms Freeview/standard broadcast TV

7
 Multiplication of Services
Traditional media business is Drives Fragmentation
declining. Streaming is the future This growing adoption is pushing an acceleration of OTT
platform launches both locally and internationally. These
because it gives the opportunity for new players are emerging from all levels of the traditional
stakeholders to establish a direct media value chain, including right holders, broadcasters,
connectivity providers, and others.
relationship with the consumer and Hence, in the span of a year, seven new major OTT players
eliminate intermediaries. Everyone is launched in the US market alone, including Apple TV, Disney+,
Quibi, Peacock, and HBO Max – and as quickly as it was
entering the race with the desire to launched, Quibi has already been shut down.
access consumer data” Moreover, as they try to position on the streaming market,
some traditional media players have attempted several
Christian Grece services launches and branding approaches. HBO for
instance, who is betting on its content and premium brand
European Television and VOD Markets Analyst to drive subscribers, has created HBO Now for people who
at the European Audiovisual Observatory. do not subscribe to HBO through a pay TV provider, HBO Go
for people who subscribe to HBO through a pay TV provider,
and finally HBO Max for everyone, fueling strong confusion
around HBO Max's rollout. Then there is NBCU which has
decided to introduce a totally new brand, Peacock, that will
coexist with other segmented services such as NBC Sports.
Right holders such as Disney and HBO are pulling out some
of their content and putting them exclusively on their own
platforms. As a result, users are unable to turn to a single
point of service that provides them with all the content they
need.
All this crowded market, multiplication of brands and new
walled gardens, are leading to higher fragmentation and
confusion for end users. These will have to set priorities
on what their preferences are and what their budgets can
accommodate. There will be higher pressures for pricing and
delivery of OTT services that take into account an increase of
service hopping, accelerating the battle for subscribers.

8 OTT Streaming Wars

Streaming Wars’ Players
Race for Subscribers
More than a streaming wars, we witness multiple
battles in the race for subscribers

Local versus Global

Global players have the advantage of scale and an ability to
leverage their resources internationally; however, they lack
Salto's success will depend on
basic parochial understandings that are necessary to truly its ability to bring a strong local
adapt to local markets reality. For example, can we consider
Netflix truly present in Kenia when they have not adapted positioning and smart synergies
the payment model to the local habit of mobile payment?
To solve the lack of detailed understanding of local market
between the networks - within the
realities, global players such as Netflix leverage extensive competition law constraint."
research. Besides, their ability to promote and monetize
local content at a global level is a powerful lever to attract
Danielle Attias
local producers. For example, Casa de Papel (Money Heist in
English), originally produced for the Spanish market, found a General Secretary at Salto,
global audience thanks to the multilingual support brought French SVOD service.
to it by Netflix.
struggle with a lack of scale and resources. To overcome
For their part, local players are launching their own OTT these challenges, we see an increase in joint ventures by
services because they do have a deep knowledge of their local players, comprising mainly of broadcasters who form
markets and consumers, but unlike global players, they alliances.

Local joint ventures emerge all over Europe, creating a counterweight to the US dominance

France

Germany

UK

Spain

9
The role of public players
The role of public broadcasters in the ongoing streaming wars is of special interest. As a public
broadcaster, sponsored by the state without being state-controlled, "the 'raison d’être' is public
service. It is the public’s broadcasting organization; it speaks to everyone as a citizen.
Public broadcasters encourage access to, and participation in, public life. They develop
knowledge, broaden horizons and enable people to better understand themselves by better
understanding the world and others.”7
Increasingly, as audience groups stop watching traditional linear TV, it becomes crucial to find
new ways to reach these public broadcasting targets and ensure that all citizens have access to
their content. For public players, launching an OTT service is more than a question of ensuring
growth. It’s about adhering to the entire model of public broadcasting services.
It is of vital public interest that these players succeed in finding a balance between the streaming
world and continued existence in linear TV, the latter becoming less and less relevant. As a result,
major international streaming services – potentially re-aggregated – will try to take positions as
information and opinion monopolies.
In fact, public players have been quite successful in many countries, using their positions as an
advantage. The fact that they can experiment without the pressure of direct profitability, invest
in content with smaller audiences, and launch before the wave of mainstream, make switching
to OTT a potential revenue driver. Many of the early OTT launches have therefore been done by
public players like BBC in the UK, YLE in Finland or Auvio by RTBF in Belgium.

Right Holders versus Traditional versus New Giants

Distributors Traditional players need to redefine their role and enter the
OTT space as a defensive mechanism. These players, as well
Right holders have direct access to their core resource, as Telcos, can count on an existing customer base but need to
content, but no customer base and not necessarily a large create an ecosystem to deliver expected and relevant value.
enough catalogue to stand alone. Thus, they are likely to – Moreover, they need to legitimize their roles of being key
and should - utilize their assets and keep their content for OTT providers for households, a challenge Apple has been
their own D2C platforms. struggling with for many years, despite its huge financing
By going this route, right holders will be able to capture power.
data and improve interest in their product portfolios (e.g. Apple, and other technology companies such as Google
Disney). In this context, right holders are starting to lock and social media giants like Facebook, must validate their
access to their most famous catalogues or increase prices for OTT role as they reposition around re-aggregation. With
those branded collections (Examples Warner/ Netflix, Yle or established brands, and understanding of customer needs,
FranceTV/Netflix, Disney/sky). both traditional and giant players stand a chance to be
To make this new strategy a profitable one, right holders relevant and survive.
must overcome the challenge of finding the appropriate
balance between D2C and distribution monetization,
particularly when they try to cut distribution channels.
Distributors then must re-invent their content sourcing and
find ways to differentiate the catalogues. Thus, right holders The aggregation battle will be highly
become distributors, and distributors produce content and
originals as the only way to protect their platforms. Today,
impacted by the meta aggregators
Netflix and Amazon are becoming the largest commissioners (Apple, Roku, Google) who have their
for TV shows, after major broadcasters. 8 own platform, ecosystem and OS"
Samuel Michaud
Product Strategist at a French Broadcaster

10 OTT Streaming Wars

Advertising-Based Model Consolidation and
Accelerates the Industry's new opportunities for
Entry into a New Era aggregators
Traditional TV audiences are eroding. The younger In this context, we are seeing a rise of aggregating services
generation is flocking to OTT and nonlinear channels. that are trying to reduce complexities for the consumer, by
Public broadcasting in Europe is also making the move combining content from various right holders, or different
to streaming, and demonstrating success in reaching streaming services, via one interface. These aggregators are
incremental audiences. mainly telecommunication providers or major tech companies
such as Amazon Channel, Jio T +, and a bundle solution
However, standalone SVOD business models are not
partnership by Viacom CBC and Apple.
sustainable for everyone. In order to support the investment-
intense content business, platforms need to reach the right What these services have in common is that their value
threshold of scale for their subscriber bases, which is a proposition is focused around ease of use, guidance and
huge challenge in a fragmented space. Furthermore, with support for users who are lost or annoyed by an overload of
the multiplication of SVOD services, viewers are becoming OTT platforms.
overwhelmed with too many choices and not willing to pay
These aggregators must excel at user experience and unlock
for multiple subscription fees. If subscribers flee, who will
key aspects of the value proposition including ease of use
support the investment?
and guidance. The more fragmented the market, the more
complicated clear guidance gets, and thus, the need for
Eyes and ad dollars shift from more aggregators.

linear to on-demand The crowded market will see OTT players appear and
disappear, depending on their popularity. Thus, aggregators
need to be agile to quickly integrate and partner up with
As consumption and attention shift away from traditional
the right platforms. Choosing and adapting to partners will
television, enter advertisers, who are looking for new ways
be a key differentiator for aggregators; however, it will be
to reach their audiences through OTT. As a result of this
made difficult because OTT platforms have highly fluctuating
new and burgeoning platform, OTT ad spending is also
content and brands.
growing. Pixilate reports a whopping 330% rise in worldwide
programmatic OTT/CTV ad transactions in 2019.9 Lastly, aggregators will require a high level of regulatory
maturity, since they combine national and international
For broadcasters, building a unified distribution of traditional
content, along with various methods of data consumption
television, and ad-based OTT, became a real differentiator
and user content.
to provide incremental reach for TV ad-campaigns, while
maintaining the scale of their audiences and the viability of
their business model.

A compelling value proposition

With so many new streaming services
for brands emerging, consumers are beginning
Beyond reaching an incremental audience, ad-based OTT
services offer advertisers more attractive and targeted to crave (re-)aggregation. Device/
audiences with better attribution and measurement technology companies players like
capabilities.
Moreover, ad-based OTT services are reinventing the viewing
Amazon (through Fire) or Roku, but
ad-experience to a more premium and less intrusive one, in also strong MVPDs/telcos through
comparison to other digital services such as YouTube.
their set-top-boxes are in a great
This brings high value for brands, but it can also test viewers’
tolerance of more advertising. position to play that role”
Christian Kurz
SVP Global Insights
ViacomCBS

11
02 Media Players Need Data
Integration for Survival

The fragmentation of the market and the

rising competition for subscribers and
advertisers is driving new challenges for the
whole media and entertainment industry

Challenge 1 Challenge 2
Access to Content Customer Attention
Content remains king, and access to it has become OTT players must overcome a daily fight for subscribers,
increasingly complicated as right holders pull out their a congested market and the threat of SVOD saturation
content to use on their own DTC platforms, and then by creating a differentiating customer value proposition
likely distribute any new productions themselves. and a strong brand.

Challenge 3

There is no shortage of content, but New CX Standards

a distribution problem to ensure Delivering seamless, multiscreen experiences will
users have access to the content become difficult as GAFAN increases CX standards. This
becomes even more crucial as the hyperabundance of
that is relevant for them without services risks customer retention, causes subscription
having to manage too many hopping and initiates high churn rates.

subscriptions at too high of an

aggregate price”
David Giles
Having a large library with excellent
Media Consultant and Strategist. Former Head
content is only interesting for the
of Strategic Insights and Research for NBCU user if the content is discoverable”
Entertainment networks and Viacom Music networks.
Major US OTT player

12 OTT Streaming Wars

 Challenge 4 Challenge 5
Monetization Cost Efficiency at Scale
Profitability for most players is not yet a given, which Delivering a compelling value proposition requires
puts pressure on media companies to adopt strong high and reoccurring investments tightening margins
monetization models. SVOD platforms are challenged for OTT players. The ability to scale platform and
by market fragmentation as AVOD and hybrid models operations is key to amortize costs and sustain
are increasing, requiring adoption of new capabilities to profitability.
differentiate within the market.

Main problem, especially of local

With OTT, media enters the era players, is scale of investments. A
of the digital. In this environment, lot has to be bought ‘as-a-service’
they are facing new competition because the size of the market does
from GAFA on race for attention not justify a build approach”
and ad dollars” European broadcaster
Major US studio

13
Content is King, but DATA
Emerges as Key Success Factor
Data underlies all and challenges the core business
of media and entertainment companies

Our research reveals that content, by far, is considered Using data as a strategic asset is a key lever for creating
as the key differentiator and at the core of the value differentiated content, brand, and user experience,
proposition for most OTT, followed by user experience and is also a vital enabler of market differentiation and
and brand. Besides content, brand, and customer profitability.
experience, a fourth key pillar for differentiation
emerges: Data and analytics.10

Interview question
What will make an OTT successful?

1 CONTENT 2 BRAND
Continuous provision of consumers Having a trusted brand with high
with relevant content target group awareness that
Go for jewels & award winners vs stands out
large buffet of average quality Driver to acquire customers & ensure
(as done by Netflix) attention in cluttered market
Key challenge is to decide in what A totally unknown brand entering
to invest, depending on strategy the market today will have major
& target audience difficulties, therefore acquisitions
and partnerships (eg. At&t acquiring
Warner/HBO) are on the rise
1 2

3 4
3 USER EXPERIENCE 4 Data & Analytics
Creating an engaging and friction- Capabilities to collect & assess
less user experience system, user & market data
Standards set by Netflix, seen as Key lever for creating differentiating
must have by consumers. #1 differ- content, brand, user experience and
entiator for bundling services as vital enabler of market differentia-
‘guidance’ is core of value proposi- tion and profitability, using data as
tion. Must be created as holistic strategic asset
customer journey. Lever to engage
customers and compete on war for
attention with players like Fortnite
or TikTok

14 OTT Streaming Wars

 Efficient Data Use Increases
03

Competitivity
In fact, 67% of all interviewees declared
11
data to be business critical for survival
Figure No: 3 Share of interviewees stating data is critical or vital for their OTT business

% of players stating data to be vital or critical

Total 67%

Pure Player 100%

Broadcaster 83%

Right holder 50%

Telco 50%

Vendor 86%

Expert 50%

Data is underlying everything we do, and All our activities are driven and defined
everything we do has to serve the data” by data in one way or another. Without
US studio it, we can simply not operate. Making
a smart and coherent use of data is
existential for an OTT player like us”
Danielle Attias
Data and insights are vital to deliver all General Secretary at Salto
other differentiators which are content, French SVOD service.
brand, and viewer experience”
Alp Pekkocak
Global Head of Media Strategy and Solutions
Salesforce

15
Data as Key Lever for OTT Business
Data must be understood as the combination of big data Further, the awareness of the value of data varies, depending
(massive data requiring algorithmic process that combines on the particular business component.
the different levels of data) enriched with think data (smart
For example, personalization and experience as a use case
and manual data augmentation) and combined with human
are top of mind across all industries for data, but the benefits
intelligence.
of using data in the digital supply chain today are still largely
unknown.
The added value that data brings to an OTT player can be
organized into six fields of business application (see below).

What is OTT data?

What data?
Data must be defined as the combination of big data,
enriched with thick data and human intelligence
enriched with thick data and human intelligence
Big data Scale Depth of insights Thick data

Internal & Massive External &

Deep and rich metadata Ethnographic
describing contents, assets but
also rights, pricing schemes or Qualitative & quantitative
ads seen collected from various market researches based on
sources (right owners, metadata ethnographic knowledge that
providers, manual tagging, allow contexts and emotions
automatic generation..) and analyzes
properly unified to enable
contextualization or semantic External third-party sources of
linking. The volume of metadata reports, trends and behavioral
has incredibly increased with the information
increase of content volume and
diversity

Behavioral data on individual

level, to create understanding of
audience and sub-segments
When
Technical data about
performance and quality of big data
services eg. Proactively act on
unacceptable buffering time meets
thick data
States the what & when States the why

Binge watching is one of the success stories 7/10 experts state Spotify to be best in class
of this combination by Netflix. for its contextual recommendation engine

Behavioral data is not enough to run Proposes playlist created by AI + taste clustering
meaningful segmentations. It wouldn’t tell us what from user edited playlist. Combines recommendation
we needed to do to be better years from now.” with contextual data like weather, time of the day,
season, etc.

16 OTT Streaming Wars

Data Empowers 6 Strategic Dimensions
Figure No: 4 Awareness level of business value applications of data - % on a normalized scale of 10012

1. Experience
personalization & 2. Audience & data
enrichment monetization
supports attention & UX supports UX standards &
standards challenge monetization challenge
70% 55%

g
tomer facin

45% Pro 45%

fitability
3. Content 4. Customer
production & lifecycle
s

acquisition management
u

C
supports content 15% 15% supports
access & cost monetization & cost
efficiency challenge 6. Branding 5. Operations efficiency challenge
& acquisition supports cost
supports attention efficiency challenge
challenge

1. Experience, Personalization • No personalization without user identification: To match

preferences and personalize content to specific users,
and Enrichment a login and account are required for identification. This
necessitates a choice for OTT players, ease of use and
OTT players make smart use of data to enrich and personalize low barrier onboarding versus the ability to link data to
customer experience, and thus compete with the new a specific user profile and adapt the experience to the
standards continually set by Netflix, Amazon and others. user’s preferences.
Awareness of the various fields of data, and the application of • Curated human editorialization based on tastes, segments,
data, remains strong today among media companies. insights: Using data-driven insights into user segments
enables OTT players to curate and editorialize in much
Typical use cases are: more target-specific ways. Netflix, for example, is using
2,000 taste communities to segment their users13 that
• Personalized content recommendations and discovery support the selection of content recommendations and
engines: Adapting the search, pushing recommendations combinations for the right target.
and acclimating what is shown on the start screen to • Enriched and personalized UX (thumbnails) with A/B tests:
users’ individual preferences, is all driven by algorithms. Personalized services and bundles within a metaportal of
The downside of these algorithms is that they have been services are enabled through large scale A/B testing. Two
adversely experienced through the lens of YouTube, where users might like the same show but would be triggered
users ended up in their own filter bubble, creating the by two different ways of discovering it (in terms of visual,
impression of a very limited amount of (alternative) content description etc.).
available.

17
 2. Audience Monetization and
Don't forget to finish Advertiser Offerings
your series" Data brings new opportunities to optimize audience
monetization and enrich the offerings available to
advertisers.
When proposing attractive products to advertisers, platforms
To keep users engaged
need a large subscriber base and the right premium content,
and avoid frustration, an
as well as precise ways of targeting audiences, and tracking
European cable operator the success of campaigns. All of these factors are enabled by
has been proactively data; however, few OTT players are prioritizing data.
reminding users to finish a
series before it leaves the
catalogue. These reminders Typical use cases are:
are personalized, including • Contextual and personalized advertising targeting: The
information about how richer the targeting, the better the ROI for advertisers
much is left to watch, and the stronger the product a platform can propose. This
in order to launch the European includes contextual data, from outside the user’s data, like
notification on time. cable operator news, weather or user behavior on other platforms that
help overcome blind spots of inside-only algorithms.
• Innovative ads formats: By providing new and innovative ad
formats, ad-products from brands become more relevant
• Personalized marketing/communication campaigns: and interesting for users.
Through data-driven automation, the communication
with the user can be personalized so that it has maximum
relevancy for the user.
• Augmented experiences (e.g. social, interactive, enriched
streams, augmented reality): Detecting and redirecting
opportunities for social interactions enrich the experience
Viewer first ad
for the user and also create increased brand awareness. experience"
• Proactive customer experience issue tracking: To provide
the best and richest user experience, proactive issue
tracking is deployed and, where necessary, follow-ups can Hulu puts the viewer
be put in place. first when defining new
ad products aiming for
What the future might bring: high acceptance rates of
users. It empowers the
• To further enhance the user experience, OTT
user and provides ads that
personalization will be integrated with other connected
devices, e.g. a content recommendation algorithm that try to match the viewing
takes into account, for example, that its user is currently experience, ideally, like
cooking, and will propose shorter content to watch or more the introduction of ‘Binge
relevant content, i.e. a cooking show, while the meal is watching’ ads, allowing
being prepared. brands to sponsor ad-free
• Augmented Reality experiences will be part of the OTT
viewing when a binge-
experience and can be used to bring films entirely off the watching behavior is
screen and extending the visual story into the “real world”. detected.14
It can also be used to generate subtitles in real-time.

18 OTT Streaming Wars

• Deep measurement of ad efficiency and attribution: • Churn prediction and proactive marketing actions:
Advertisers need to optimize their ad-spends by tracking Retention is an especially relevant challenge for OTT
financial ROI and other KPIs. Being able to attach this data players, and being able to predict and proactively act
to an effective ad design is also useful for the platform in on retention, or service optimization, is key to decrease
order to market and price their ad product offerings. churn. Detecting and reactivating inactive customers in an
engaging way is a proactive example.
• Smart ad pricing and real time bidding: Data and
automation enable platforms to apply dynamic and real • Scoring of profiles: To optimize costs in marketing
time pricing that intelligently links offer and demand to investments, OTT players must understand the value of
optimize ad revenues. what customers are bringing in. Assessing CLV, including
their value for advertisers, is critical to optimizing margins
• Optimization of the advertising pressure according to users’
in a low-margin business.
behaviors: Optimizing the ad pressure, to achieve the
right balance between revenue and user experience, helps • Inactive customers reactivation: Leverage data to properly
to avoid user frustration and rejection. The better the ad identify dormant customers, segment them and define
experience, the higher the user’s approval. appropriate strategies of reactivation.
• Cross selling: Convert customers to purchase other • Targeted loyalty and reward programs: Generate insights
products and services within the OTT player’s ecosystem. about customers’ pain points and behaviors from multiple
analysis of consumption, behavioral and qualitative data,
What the future might bring: and leverage algorithms to roll out proper retention and
loyalty programs. Testing and performance monitoring are
• Contextual product placements within content: Native key levers to optimize the programs.
advertising run by algorithms, new forms of in-content
• Smart paywall and upsell increase conversion: With
advertising and increased contextualization.
successful prediction models, conversion can be enhanced,
• Data & insights monetization (insights as a service): As OTT allowing customers to select a more premium version of
players gain insights into their audience and collect data, the service.
these assets can be monetized outside of their own fields
of applications. For example, OTT players can build an What the future might bring:
‘Insights-as-a-Service’ model.
• Predictive segmentation: Leveraging machine learning,
customer data is analyzed by self-optimizing algorithms
to understand how dataset attributes correlate to specific
3. Customer Lifecycle business objectives. Customers are then automatically

Management scored and clustered into segments based on their

likelihood or propensity to exhibit a future behavior.
OTT players apply data analytics at every stage of the • Prospects Data Intelligence: Estimating CLV and positioning
customer lifecycle to increase acquisition and retention. customers on the most appropriate product, before they
Data and automation play a crucial role for mature customer are clients entering into a relationship with the platform.
lifecycle management; however, few players are automatizing
at scale.

Typical use cases are:

• Understanding viewing patterns and audience
segmentation: Enriching traditional marketing activities.
• Holistic view of customers across all channels: Combining
information across channels further supports fully
understanding and ensuring long-term user satisfaction

19
 • Usage forecasting: Defining levels of low versus high usage,
linking fluctuating user interests with the right content,
and investing and releasing content at the right time,
Deep undestanding improve the efficiency and success of the available content.

of subscribers" • Link content choices to KPIs to track efficiency: A

meaningful link between improving KPIs and content helps
decide what content to invest in. Certain content might
drive stronger acquisition and improve engagement, while
"The OTT war for attention will be won others might be successful in improving word-of-mouth
by those who best use data to deeply popularity. Tactical focus determines content alignment.
understand their subscribers.
• Content lifetime value estimation: Use rich metrics to
Our best customers are the ones at the top predict and pin point the lifetime value of content to
of the industry when it comes to customer help define investment and the right moment to take the
insight and segmentation. content out of the catalogue.

But they also find programmatic ways • Insights analysis regarding content preferences that inform
to turn intimacy into concrete actions, international expansion decisions: International expansion
increasing loyalty and customer value." is often the only way for OTT platforms to reach a large
enough audience that ensures profitability. However, when
John Carney entering new markets, it becomes harder to make content
sourcing decisions based on well-informed “gut feelings.”
SVP Industries Data can help to challenge existing biases, and assess
Communications and Media probability of success in a new market, supporting the
strategic decision of whether or not to proceed.

What the future might bring:

• Predict and influence future relevancy: First mover
advantage can be largely impactful in the entertainment
business. However, experimenting by investing in new
forms of content and new topics that might not find an
audience can be risky, depending on the size of investment.
4. Content Production and The ability to better predict what will work next, and how it
will impact the bottom line, is a powerful tool to deploy in
Acquisition the streaming wars.

OTT players rely on valuable insights to inform their

production and acquisition decisions in an industrialized
approach.
By far, content is regarded as the key component to a
successful OTT platform; however, the added value of data in Consumer feedback will certainly
this context is only partially recognized. Solving the challenge
of content sourcing, through investing in the right content to
guide more production decisions -
produce or acquire, is especially relevant for low-margin OTT even if 60% of decisions will still be
business models. Thus, content sourcing must be as precise
as possible for optimal investment of resources. driven by creativity”
Typical use cases are: Christian Grece
• Detecting audience interests: Using available metadata European Television and VOD Markets Analyst
from the OTT platform and other available data can at the European Audiovisual Observatory.
detect trends and user preferences (e.g. genre, casting
preferences, etc.).

20 OTT Streaming Wars

5. Operations and Scale
Putting data at the heart of OTT operations and supply chain
can support costs optimization and increase efficiency.
Real time and
Applying data is often associated with a need for high-levels automatic extraction of
of sophisticated automatization, and therefore is not being
further prioritized by most players; however, reducing costs football games highlights"
of operations and scale are critical to a healthier economic
equation, and increased resource availability, for an improved
end-user product. "To answer the increasing demand for new
content and reduce the time creatives
Typical use cases of using AI and ML spend on operational tasks, we have
algorithms are: developed an AI-based video analyzer that
utilizes the latest technologies in image
• Automatic editing and real time processing of contents: processing and enables the automation of
Automatic generation of previews, short form generation, content analysis, labeling and encoding for
highlight selection and upscaling to 4K(/8K) increase the various purpose from analyzing real-world
speed of these operations, and ensure quality for less sports events or virtual e-sport matches to
relevant content where investing further would not pay off. identifying non-appropriate user-generated
• Automatic generation of metadata, subtitling & translation: content. For instance, in just a few seconds
Intelligent detection increases the scale on which metadata after a Call of Duty mobile game ends,
can be attributed, and can reduce the subtitling and we leverage our AI Video Analyzer to
translation work. This process makes the content available automatically generate a video summary of
to a larger audience and enables the scale effect. highlighted moments." 15
• Automatic distribution and processing of customers’
complaints: Customer experience of OTT goes beyond pure Leon
interaction with the user interface. Quality and reactivity of Senior Product Manager
customer service are equally part of a seamless experience Tencent Cloud
and contribute to satisfaction and retention.
• Quality of service monitoring & predictive maintenance:
Algorithms enable maintenance choices that are based on
past trends and real-time data; it offers an entirely new
cost-saving dimension and also a better quality of service.
• Industrialized data use cases (A/B testing, etc.) : As soon
as the test is live, track specific metrics and evaluate the
efficacy of each variation tested and define the best one to
be deployed.
• Budget and royalties forecasting : Often considered as
critical, but a fastidious activity as it relies on several inputs,
What the future might bring:
automation can help media companies gain in efficiency, • Automate additional steps in content production: Better
avoid over or under estimation and better comply with technology and intelligence improves the chance for more
contracts rules. opportunities and processes that can be facilitated by data,
• Content restoration : Using machine learning based on (e.g. digital voice) and enhances the occasions to easily
several sources of metadata, companies can restore scale and sell to new markets.
iconic films. For example, it can be applied to learning
and recreating a particular film “look,” such as the
characteristic, or restore damaged scenes by canvassing a
large library of images.

21
 6. Branding, Awareness
and Acquisition
Leveraging external data helps OTT players better
understand their brand positioning and develop smarter
initiatives to increase awareness and preference.
To stand out in a crowded marketplace, OTT needs a strong
brand awareness that facilitates the decision process for the
customer. Branding is often mentioned to be a traditional
and purely creative discipline. However, we believe that
data and insights can be important value drivers on several
underlying aspects.

Typical use cases are:

• Deep understanding of customer preferences:
Understanding the type of audience, what their
preferences are, and their associations and lifestyles
outside of the pure media related context, helps brands
to better position their identity and improve insight about
affiliating with the right partners and networks.
• Brand competitive intelligence: In the rapidly evolving
OTT landscape, keeping an eye on the details of the
market evolution is time consuming and requires human
interpretation. Therefore, a need exists for enhanced
interpretation and better ways to collect relevant data.
• Targeted social media campaigns and look alike modeling:
Supported by deep understanding of customers and scaled
through automation.
• Brand identity adaptation according to audience such as
high LTV customers.

What the future might bring:

• Real time brand experience personalization, segmented by
preference and powered by big data automation. 

22 OTT Streaming Wars

 Two Out of Three Players Reach
04

Only Basic Levels of Data Maturity

We have defined five Data-

levels of data maturity for powered
M&E stakeholders:
Data is key
Data- strategic asset and
center of business
augmented model
• Data & machine
learning are
Data augments
used at all level
Insights- all aspects of core
of the company
business
centered • Fully mature &
to streamline
operations
contextualized and enable
metadata efficient scaling
Data driving the
Reporting- decision process • Machine learning
and automation
• Data used as
strategic asset
informed • Shift from
audience-centric
are industrialized & monetizable
for control of resource (data
culture to
selected critical ownership is
user centric one
Decisions (Taste segments
priority processes strong lever in
Nascent supported by
data
instead of bare
such as customer
interaction
negotiation)
usage data) • Core CVP
• Efforts to get a • Clear data focus differentiators are
• Data-focus has
maximum out in organization & driven by data
been generalized
of available data people mandates
Barely any throughout • B2B products
like Nielsen company
efforts to make outperform
use of data • Basic reporting competition
• Insights retrieved
of usage data thanks to data
• Consults from various data
generic reports • Most decision is key driver in all • Data & machine
like Nielsen processes are decision processes learning are used
connected to in complement
• Financial • Efforts to set up
available data with human
reporting only selected machine
insight for the best
learning use cases
combination

23
Fully leveraging the power of data requires
work on multiple streams at the same time
Media and entertainment companies differentiate on their level of data maturity. These levels include their general approach and
the priority they give to data, the use made from collected data, and the organizational capabilities that enable data collection.
In that sense, we have identified five levels of maturity that define a data-powered approach, with the highest level of maturity
being data as the strategic key asset and foundation of the business model.

Nascent Reporting-informed Insights-centered

None Maturity ambitions & transformation Insights-drivennes is part of strategic

roadmap being defined planning
Strategy, vision
Leadership recognizes use of quality Leadership drives transformation to
& leadership reporting insights-driven

Coordinated, specialized market Traditional market analysts & (big) data

research & performance reporting scientists for specific tasks are key talent
Organization team but in seperate teams
& roles

Few skills in traditional Local & unmanaged expertise in Analysts are recognized as key talent,
reporting functions specialized teams business understanding is required from
Skills analyst side and interpreting insights
competencies from business side

Little awareness & interest Increasing interest in available Importance recognized, have developed
reports from management, a customer-centric approach
Culture marketing & content teams

External sources only (eg. Start actively collecting user data Clean & structured own data with rich
Nielsen) & producing internal reporting to metdata library
Data sourcing & compare to Nielsen Move from audience data (trafic, views)
structuring Good metadata library enabling basic to user-centric analytics (behavirous,
recommendations segmentation...)

Standard financial reports Standardized reporting Standardized daily reporting + deep analy
with lot of Excel-based Used by some teams to support for specific business needs or situations
manipulations decisions Used by most teams to drive decisions
Some ad hoc analysis First machine-learning use cases
Data usage

Data is difficult to access, Islands of data, tech & expertise Tools for analysis and democratic access
Technology & fragmented, of low quality Data lake efforts Clean & structured data
and traceability
structure

24 OTT Streaming Wars

 Data-augmented Data-powered

Core business strategy accelerated & augmented by data Data and algorithm-powered automation are the strategic key asset &
Leadership focus on seeking & pushing for industralization of leadership's core focus
additional use cases

Different analyst teams form coordinted unit Data and AI are pervasive in the organization, with a Chief Algorithmic
New role of ‘insights-to-business’ translator established Officer to lead the vision
Clear organizational structure to enable data mandate

Insights-centered data interpretation standard throughout all World-class specialized analysts and excellent level of insight-reading
profiles across all profiles

Data as key lever recognized in all teams & steps of the value Passion for analytics & data across organization
chain

Rich fully owned data lake, third party data used to validate Rich fully owned data lake, third party data used to validate & strategic
Ability to retreive relevant insights by matching big data with data sharing partnerships in place
thick data and contextual metadata

ysis Standardized daily reporting + deep analysis for specific Phase 4 +

business needs or situations Full machine-learning industrializaiton
Used by all teams for all types of decision taking Data as strategic asset
First machine-learning industrialization • in negotiation, part of all contracts
• Automated testing (eg. A/B testing) • to enable larger business
• Data-models to optimize acquisition & retention efforts • to create a real differentiated B2C & B2B product
• Data-augmented content provision & B2B products • to define strategic investments (eg. expansion)
Data as operations & scale accelerator

Data quality, high-performance technology & tools and Major focus is to keep the flow running with high-quality, timely data
infrastructure are top-management priority to feed algorithmic-based processes and business & activity monitoring
Instauration of ML/AIops processes dashboards

25
Despite Data Being Business Critical, Two Out of
Three Media and Entertainment Companies Reach
Only a Basic Level of Data-maturity.

Figure No: 4 Data maturity levels of interviewed OTT players16

Data-
powered
65% Data is key
strategic asset
Data- and center of
augmented business model
% = distribution of maturity levels of
interviewed OTT players Data augments
all aspects of core
Insights- business
centered Data for OTT best in Data best in class
class most cited : most cited :
Data driving the
decision process
Reporting-
informed
Decisions
supported by data

Nascent
Barely any efforts
to make use of
data

Netflix, Hulu & Spotify are regarded as OTT best in class – they turn
themselves to Google or Facebook as a reference leaders

Even today’s best in class OTT players, usually cited to be Netflix, Hulu or Spotify, are on a
data-augmented, rather than a data-powered system. The true data-powered companies,
like Facebook, Google, and Amazon are the leaders that today’s strongest OTT players regard
as the main success examples -- as well as competitors -- in the battle for customer and
advertiser attention.

26 OTT Streaming Wars

European and traditional players lag
We see a very significant difference in the level of data maturity between the American
and European players interviewed. On the maturity scale from nascent (1) to data-
powered (5), European players, on average, do not even reach the maturity of a
reporting-informed (2) level – a maturity level far from being able to compete with the
data-powered giants like Google & Facebook.

Maturity by business* Maturity by origin*

Broadcaster 2.2

Right holder 2.2

3.4 1.9 2.5
AMER EMEA APAC
Telco 2.3

Pure Player 3.3

*Excluding experts and vendors

27
The Main Challenges to Accelerate
Data Usage are the Lack of Vision and
Culture Followed by Privacy and Skills.
Contrary to what one would expect, technology is
perceived as the smaller challenge

Figure No: 3 Main challenges mentioned to achieve higher data maturity levels18

Frequency of mentions

Lack of clear vision and culture around data & insights 13

Difficulty to deal with privacy and regulation

11
compliance while ensuring a trustful image

Lack of adequate people, skills and

10
resources to transform at scale

Non-aligned organization, often siloed with diverse

5
priorities and KPI and insufficient agility

Difficulty to maintain data availability & quality 5

Insufficient level of teams’ autonomy and

3
accessibility regarding data & analytics

Non-integrated systems with heavy legacy systems

2
and heteroclite data sources

A good app, available on all Centralizing the team was essential

platforms, asks for a big team size to ensure common interpretation”
if you want to keep innovating” Major US OTT pure player
European public broadcaster

Democratizing access to data

requires clear alignment on KPIs" 19
Major US broadcaster

28 OTT Streaming Wars

 Best Practices of Leaders Help
05

Overcome Maturity Challenges

By following best practices established by market leaders,
OTT can tackle maturity challenges

1. Decide to set data at the core 2. Build an environment of trust

of the strategy across the full and integrate it in the brand
CxO suite promise
Usage, use case detection and data generation must be Build an image by focusing on customer value proposition,
central KPIs for all business owners across the company. This providing higher level of transparency and giving the control
new strategic focus must be clearly decided upon, committed to end-users over their data. Leverage data as a competitive
to and communicated by management. advantage and to solve the privacy versus personalization
dilemma, create B2B reliability and build trust and confidence
of partners and advertisers.
Judgment through data-based decision
Netflix defines its working culture by stating as
its very first point that all employees must base
Customer trust in goodwill of platforms
their judgment data to ‘inform their intuition’. The The visibility of customer trust issues around
specialized insights team arms decision-makers around Facebook have raised awareness that especially
the company with useful metrics, insights, predictions, ad-based platforms do not focus on customer
and analytic tools so that everyone can be stellar in experience/advantage that put the customer first.
their function.20

People want hyper personalized experiences but don’t

want to give away any personal data – this is a new
paradigm for the industry”
Rui Costa
Senior Vice President Innovation &
Customer Value Propositions at Comcast
NBCUniversal

29
 3. Address Users, not Audiences
The Privacy To reach the required level of personalization and
targetability, that OTT players must understand their
challenge customers on a user level, instead of an aggregated
audience level. This requires that the OTT include as much
data as possible, from internal and external cross channel
information, and through optimization about user levels.
OTT platforms face a major The data should go beyond segmentation and delve into
individual levels that build holistic views about users.
challenge sharing data with
their programming partners to
allow data-driven advertising Segments are too abstract & simplified
in a privacy-compliant manner.
Trust is a key component when
developing brand loyalty as a Segments are too abstract
scalable offering and the best and simplified. It requires truly
way to win trust is to make sure understanding the customer and his
consumer privacy protections profile instead of an abstract segment
are in place between OTT or stereotype to enrich algorithm and
platforms, content companies editorialization for hyper relevancy” 21
and advertisers. Christian Kurz
SVP Global Insights, ViacomCBS
OTT platforms need a cloud
data platform that can let
them easily turn the dial up
on privacy, but still allow for
the transparent data access
Act global but think local
and sharing necessary to
Understanding the local user's behavior and interests
build audiences and measure is key to offer a differentiating local customer value
campaigns. Snowflake has proposition

built in all the controls and

capabilities that deliver
orchestrated privacy and
security, without impacting
performance or scale”
Bill Stratton
VP of Media Strategy at Snowflake

30 OTT Streaming Wars

4. Work on culture and skill 5. Build data-in-motion cloud-
sets to close the gap between based architecture
business and data Build an event-based architecture for real-time processing of
data and trigger immediate business actions throughout the
Create business-centered insights and an insights-centered engagement and operational systems. This enables timely
business. To ensure data-driven decision making is enabled action, flexibility, ease of access and advanced capabilities
throughout the organization, business owners need to provided by cloud platform vendors.
access the data and have the right mindset and competency
to read insights. Clear guidance must be provided through
the organization and data users must have a shared
understanding of data interpretation. Meanwhile, data teams Growth enabled by cloud flexibility
need to foster synergies between data-science and market
Netflix got rid of physical data centers early on in their
research to translate into actionable insights.
transformation when those data centers were not
efficiently handling the high fluctuation in demand
throughout the day. This allowed them to grow
without investing in faster data centers23
Data literacy is crucial

Managing massive flows of data

It is important to not only make data Netflix has invested heavily on building a top-class,
available to the right teams internally, mutualized Kafka infrastructure, enabling an even-
based, distributed, microservice architecture. This
but also to ensure everybody knows what allows data to deliver the best customer experience,
the data actually mean, what decisions update budgets and financials, support operations…24
they are good for and what not. Plus of
course, with holes in data collection and
inaccuracies all around, it is important
to always first ask the questions of data
quality, completeness and validity. All
these are not new problems, it’s just
that the volume and speed of data have
accelerated so much that they are easy
to forget. At ViacomCBS, we have teams
working very closely with data streams
and ensuring that they are complete and
valid, or alternatively make it very clear
to users where the flaws in the data are,
so that we can avoid any wrong decisions
being taken based on wrong data” 22
Christian Kurz
SVP Global Insights, ViacomCBS

31
Data-in-motion architecture
Federated architecture per region

Processing Activation
Ad-insertion Customer
3. Machine Learning Engagement
Models Training Content recommendation Systems
Apps, Web,
Dynamic Pricing Mobile,

5. Microservices Layer
Social, Email
Campaigns personalization

6. Analytics
AB testing
2. Real-time
4. Data …
Event Streaming
Warehouse
Infrastructure Audience measurement Operational
Systems
Rights management
Events / Logs & Budget Forecasting Advertising, Media
operations
Ad-sales platform systemn
Finance,
Data integration Data integration Monitoring,
…
SupplyChain…

External Data
Ingestion Collect

1. Cloud-based data platforms

Mapping of market solutions

1. Cloud-based data platforms:
Google Cloud Platform, Amazon Web Services, Microsoft Azure

2. Real Time Messaging Infrastructure:

Confluent, Apache Kafka, Amazon Kinesis, Azure Streaming, Google Cloud Dataflow

3. ML models training:
Amazon SageMaker, Azure Machine Learning, H2O

4. Data Warehouse:
Snowflake, BigQuery

5. Engagement and Operational systems:

Salesforce, Pega, Oracle Bluekai, Gracenote, AB Tasty, Adobe, Freewheel

6. Analytics & Reporting:

Power BI, Tableau, Nielsen, Kantar media, Cflight

32 OTT Streaming Wars

6. Become algorithms-centered 7. Balance and control
Set algorithmic decisions at the core of your company to stay algorithms by humans and
ahead of the game in every business area. Gather information
from many sources of interaction and data, transform them foster creativity
into insights, and decide to act upon them, any time, any
place, and in real-time, while delegating to human beings only Enhance algorithmic output with human curation by seeking
when necessary. the sweet spot between editorialization and algorithms.
Inject a unique editorial sprit within a service by leveraging
data and AI, performing it at scale and combining human
opinion.
Netflix machine learning throughout
company
Netflix is well known for using AI for more than Collaborative & curated playlist
personalization but also for optimizing video and audio
encoding, production and much more. Using different Discovery on Spotify works in multiple forms and is
algorithmic approaches including causal modeling, personalized for the individual. With fully curated
reinforcement learning, neural networks, etc.25 playlists, by mood, genre, country etc. that are equally
important and popular.25

Hulu AI powered experience

with Watson Don't neglect added value of creativity
Augmented advertisement for Hulu, includes The UX and recommendations of Peacock users is
personalized content recommender and using natural always a mix of curation and algorithm which adds
language dialog to engage with potential subscribers. important value vs Netflix to overcome the users’
Furthermore, contextual (weather) information was algorithm fatigue.26
used to predict and steer success of advertisement
activity.26

«Collections», new human-driven curation

Netflix is testing a new collections section that
Youtube delivering fresh & relevant
rounds up content into themed lists like “watch in one
content weekend” and “stream & scream,” put together by
Every successful tech product, by the very definition, creative teams instead of algorithms.30
is a result of some technological marvels working with
impeccable user experience to solve a key problem for
the users. One such marvel is the recommendation
engine by YouTube.27

33
8. Align data governance to Dataops approach performed at scale
enable democratization and Netflix adopted a dataops approach designed to

agility provide secured and automatic self-service access

to data scientists to rapidly develop and deploy
data-intensive applications for its recommendation
Insights and algorithms can contribute to value creation engine.31
only if data can be trusted and accessed. This requires
strong governance such as DataOps to ensure data stays
accurate, reliable and protected. And, equip all teams with
the technology, resources and tools they need to help hasten
access, processing, analyzing, insights and decisions making.

34 OTT Streaming Wars

CONCLUSION:
RAISE THE STAKE OR FOLD

The Direction Is Set Towards a Data-Powered

Media & Entertainment Industry.
With OTT and streaming services, the media and entertainment industry has truly entered the age of data.
The growth of digital media consumption, the launch of direct-to-consumer services and the advancement
of advertising-based business models have made data strategically vital.
The development of these models is increasingly making companies data dependent, with the
realization that customer and operational data can bring business value at every step of the creative and
distribution processes.
The direction of being data dependent is set by the social media and technology giants who have put data,
analytics and AI at the core of their business and operational models. Facebook and Google are the main
players today, equally competitive in end-user attention and advertising dollars attractiveness.

Acceleration Is Required To Stay Relevant and Attractive For

Subscribers, Content Providers Or Advertisers.
In an algorithm-driven competition, failing to extend reach and to deeply personalize the entertainment
experience, will threaten long-term survival. Media & Entertainment companies need consequently to
assess their competitive positions, revisit strategic capabilities and protect content and client assets.
It is equally true as companies are more and more vertically integrated (ownership of production and
distribution).The direction is set.
Becoming “data-powered” requires the understanding of leaders’ best practices and to address 3
dimensions simultaneously:
1. Put data at the heart of the media company strategy together with Content, UX and Branding
2. Enhance Value Propositions and Experiences for both customers and advertisers leveraging data
3. Adopt ‘data-in-motion’ operating models, capabilities and architectures

Becoming Data-Powered Ultimately Reinforces The Local And

Societal Mission And Role Of Media Companies.
The age of data creates challenges for the Media & Entertainment industry as they need to learn and
balance creativity, tech and data from production to distribution or monetization.
At the same time, it creates unique opportunities to differentiate the role of medias in contrast to
the global algorithm “dictate” of social media. Media & Entertainment companies must become more
intelligent, trustable and relevant by leveraging both data and people to safeguard media creativity,
independence and diversity.
The future is now.

35
References
1. https://www.statista.com/statistics/1095030/svod-pay-tv-subscriptions-countries-worldwide/
https://www.statista.com/statistics/1100925/svod-pay-tv-subscriptions-worldwide-by-country/
2. https://www.theguardian.com/media/2018/dec/23/netflix-to-overtake-sky-satelite-tv-subscriptions-by-end-of-year
3. https://www.businessinsider.nl/netflix-subscribers-international-vs-us-earnings-chart-2017-7?international=true&r=US
4. Research done in June 2019 on:
http://www.digitaltvnews.net/?p=33054
https://www.ozap.com/actu/le-marche-de-la-svod-a-double-en-france-en-2018/578336
https://www.streamingmedia.com/Articles/News/Online-Video-News/U.S.-SVOD-Subscriptions-on-Pace-to-Pass-300-
Million-by-2025-139606.aspx?utm_source=related_articles&utm_medium=gutenberg&utm_campaign=editors_selection
https://www.digitaltveurope.com/2020/05/18/uk-to-double-number-of-svod-subscribers-by-2024/
https://www.tvbeurope.com/tvbeverywhere/uk-svod-subscriptions-increased-20-per-cent-in-2018
https://www.digitaltveurope.com/2020/07/22/pay-tv-and-svod-revenues-rise-and-rise-in-germany/
https://www.emarketer.com/content/cheap-data-in-india-led-to-enormous-growth-in-svod-users
https://www.ofcom.org.uk/__data/assets/pdf_file/0019/160714/media-nations-2019-uk-report.pdf
5. Media consumption by age: Grabyo 2019 Report (US & some European countries) https://about.grabyo.com/wp-content/
uploads/2019/07/Grabyo-Global-Video-Trends-Report-2019.pdf
6. https://corporate.comcast.com/covid-19/network/may-20-2020
7. https://unesdoc.unesco.org/ark:/48223/pf0000124058
8. Ampere analysis
9. https://www.forbes.com/sites/forbesagencycouncil/2020/04/21/the-state-of-ott-advertising-in-2020-strong-
and-gaining-momentum/#:~:text=In%20a%20report%2C%20Pixilate%20found,CTV%20ad%20transactions%20
in%202019.
10. Capgemini research, interviews conducted July-October 2020
11. Capgemini research, interviews conducted July-October 2020
12. Capgemini research, interviews conducted July-October 2020
13. https://www.rohitbhargava.com/2018/08/communities-instead-demographics.html
14. https://techcrunch.com/2020/01/15/hulu-to-debut-new-ad-formats-in-2020-focused-on-letting-users-make-choices-
transact-with-
15. Capgemini research, interviews conducted July-October 2020
16. Capgemini research, interviews conducted July-October 2020
17. Capgemini research, interviews conducted July-October 2020
18. Capgemini research, interviews conducted July-October 2020
19. Capgemini research, interviews conducted July-October 2020
20. https://jobs.netflix.com/culture ; https://research.netflix.com/research-area/analytics
21. Capgemini research, interviews conducted July-October 2020
22. Capgemini research, interviews conducted July-October 2020
23. https://www.cio.com/article/2397486/cloud-computing-done-the-netflix-way.html
24. https://www.confluent.io/blog/how-kafka-is-used-by-netflix/
25. https://research.netflix.com/research-area/machine-learning
26. https://www.ibm.com/case-studies/hulu-watson-advertising
27. https://hackernoon.com/youtubes-recommendation-engine-explained-40j83183
28. https://www.complex.com/pigeons-and-planes/2020/07/youtube-spotify-editorial-playlists-algorithm-human-connection
29. https://www.hollywoodreporter.com/news/nbcuniversal-exec-warns-algorithm-fatigue-streaming-wars-1271632
30. https://techcrunch.com/2019/08/23/netflix-tests-human-driven-curation-with-launch-of-collections/
31. https://www.youtube.com/watch?v=mM3t5f1X8Og + webinar : https://datainnovationsummit.com/
join-the-tech-giants-at-the-dis-2020-netflix-airbnb-uber-spotify/

36 OTT Streaming Wars

Glossary
• OTT : Over-the-top media distribution across the internet, directly to end consumers

• Linear TV : real-time television service that delivers scheduled programs, conventionally

over the air or through satellite/cable

• VOD : Video-On-Demand. Refers to any video that can be accessed at the user’s
convenience and isn’t restricted by program schedule.

• Streaming On-Demand : Enables you to view on-demand videos without downloading

them. Requires internet access.

• Pay TV : television broadcasting in which viewers pay by subscription to watch a

particular channel.

• SVOD : Subscription video-on-demand

• AVOD : Advertising video-on-demand

• TVOD : Transactional video-on-demand

• Machine Learning : The process in which a computer distills regularities from training
data. An algorithm “learns” to identify patterns, like occurrence of certain elements
(e.g. words, images) or combinations of elements, that determine or inform operational
decisions

• 4K : 4K resolution displays 3,840 x 2,160 pixels which are used to create the image on
the screen. This is four times the number of pixels displayed on a Full HD TV, which
displays 1,920 x 1,080

• 8K : 8K resolution displays 7,680×4,320 pixels which are used to create the image on the
screen. This is over 33 million pixels and four times the number of pixels in a 4K TV (16X
compared to Full HD) providing the highest resolution available on a TV today.

37
Authors
Frédéric Vander Sande Manel Belarbi Ann-Kathrin Falkenberg
Vice President Manager Senior Consultant
Head of Media & Entertainment Capgemini Invent Capgemini Invent
Europe Capgemini Invent

Contributors
Nicolas Clinckx Jodouin Mitrani Kenza Terrab
Vice President Directeur of Strategy Senior Consultant
Head of Telecom Media & Growth for Media & Capgemini Invent
and Technology Entertainment
Capgemini Invent France Capgemini France TMT Unit

The authors would like to thank all the interviewees participating to this report
for giving their time and valuable input.
The authors would like also to thank Jacques Assaraf, David Giles, Sanjay Dhar, Madan Sundararaju, Annette
Klimczak, Neelakantaiah, Gireesh Kumar, Yannick Martel, Johannes Aasheim, Jérôme Bourgeais, Jean Pierre
Villaret, Valérie Perhirin, Kiri Trier Kristin, Camille Juguet, Linda Asplund, Francesco Lacoboni, Sean Rhodes,
Chiara Diana for their contribution to this research.
Also, a last minute tribute to Julia von Both, Zakir Sayed, Manas Kar, John Casey and the rest of the marketing
team for the work accomplished!

38 OTT Streaming Wars

For more information, please contact

GLOBAL
Jacques Assaraf Frédéric Vander Sande Sanjay Dhar
Jacques.assaraf@capgemini.com Frederic.vandersande@capgemini.com Sanjay.dhar@capgemini.com

NORTHERN AMERICA ASIA PACIFIC

Christof Mees Mike Welch
christof.mees@capgemini.com mike.welch@capgemini.com
Madan Sundararaju Gaurav Modi
madan.sundararaju@capgemini.com gaurav.modi@capgemini.com

FRANCE UK
Nicolas Clinckx Amanda Gosling
nicolas.clinckx@capgemini.com amanda.gosling@capgemini.com
Jodouin Mitrani Matthew Whitson
jodouin.mitrani@capgemini.com matthew.whitson@capgemini.com

GERMANY BENELUX
Kiri Trier Frédéric Vander Sande
kiri.trier@capgemini.com frederic.vandersande@capgemini.com
Birgit Dziallas Diederik VIELEERS
birgit.dziallas@capgemini.com diederik.vieleers@capgemini.com

ITALY SWEDEN & FINLAND

Alessandro Puglia Fredrik Gunnarsson
alessandro.puglia@capgemini.com fredrik.gunnarsson@capgemini.com
Gea Smith Sanjay Beloshe
gea.smith@capgemini.com sanjay.beloshe@capgemini.com

NORWAY SPAIN
Johannes Aasheim Rolando Ober
johannes.aasheim@capgemini.com rolando.ober@capgemini.com

39
About
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